The supreme court of China recently declared “996” work schedules illegal, a practice that has been popularized by tech startups. The term is an abbreviation for the typical 9-to-6 job with six days per week available; though it’s typically associated with urban hipster employees who will become millionaires after IPO or funding round opportunities are handed out at their company (which often does not happen).
The Supreme Court is set to rule on a case that could have major implications for the way labor is compensated in China. The Ministry of Human Resources guidance and decision from last month is also worth looking at closely, as it highlights some key aspects about how we should be thinking through inequalities between different classes or occupations when considering digital economy issues like fair rates of pay versus quality benefits–there seems little point having experts without comprehensive policies at their disposal
China is in the process of changing, and it seems like both employers are being asked to change their ways while employees must adapt to these new regulations on how relationships should operate. The country’s leadership wants more than just actions- they want philosophical shifts that can only come about with an entire rethinking about what incentives structure work best for them.
The fate of Huawei is an illuminating case study in the spirit, benefits, and potential toxicity associated with a 996 work culture. The Shenzhen-based telecoms company became well known for its intense “wolf” like culture- where employees are expected to act as wolves do -pursuing one goal at all costs until it’s accomplished or sacrificed themselves if necessary.
Huawei is a Chinese telecom company that has been described by many outside the country as “compliant,” but this characterization does not describe their culture or how they operate. In contrast with European competitors such as Ericsson and Nokia who have often been criticized for bureaucracy, complacency in delivering projects despite obstacles from network providers around the world made them favorites of those same telecommunications networks.
A cheap financing injection from the state coupled with lucrative contracts at home allowed Huawei to largely self-sustain its business overseas; however there was still room left over after these two markets had absorbed all available demand – thus creating an opportunity seize market share across continents.
Chinese companies have been able to grow their influence in the world because of a focus on execution, not just product.
“What Chinese tech firms seem to really understand,” says Garroum “is that there’s power from being nimble and flexible.”
The Chinese are notorious for being able to outwork any American or European counterpart. This is known as the “Work harder than anyone” mentality, and it’s something Didi Chuxing prizes highly among their workforce because they know how fortunate they were in 2010 when taking on Uber who was considered at that time unbeatable by many experts but lost thanks largely due not just straight-forward execution but also fighting much smarter too with an eye always towards victory rather then simply continuing whatever fight might still be worth having left over from before
There’s a new breed of company that does not want to hire people with privileged backgrounds. They’re looking for young, skilled workers from fourth or fifth tier cities who hope their first big break will come and get them into the middle class so they can succeed financially as well. Huawei is one such firm – it recruits heavily in these areas because there are so many qualified applicants eager enough at any opportunity given by fate.
China’s rise to global prominence has led many people there and in China itself, towards an achievable dream of achieving wealth. For employees at Huawei who were enrolled into its share scheme for decades though it wasn’t just money that came with this hard work; they also earned generous annual dividends which could exceed salaries by hundreds or even millions depending on the individual’s contributions over time!
It’s a common misconception that Chinese laborers are gruff and unscrupulous. In reality, they’re just trying to live out their lives in an environment where the law is hard-to-enforce for those who don’t have enough money or power with which to influence certain decisions on behalf of society as a whole.
Known throughout Asia not only because its workers’ rights can be surprisingly protective but also due largely from some cases being extreme examples of what happens when laws go unspoken (Huawei).
There are many questions about what this decision will mean for China’s work culture. Will it be possible to find good employees who are willing to work long hours every day? How can startups continue thriving if their key demographic leaves the industry due to these new laws? Is there a way around them somehow, or an exception that benefits only certain companies? These questions and more need answers before we know how 996 schedules might change in the future. We’ll keep you updated on any news as it comes out! For now, let’s just say that while some people may think of “996” as something positive because they love working hard and want nothing but success at all costs, others would prefer not to be pressured into such a demanding schedule.
China’s Work Culture in 2026: What Has Actually Changed
The 996 schedule (9am to 9pm, six days a week) was ruled illegal by China’s Supreme People’s Court back in August 2021. That ruling sat quietly for a few years. In 2025, it got teeth.
A State Council action plan published in 2025 told local authorities to actively punish companies that illegally extend working hours. Regulators started making public examples. The result: Tencent now requires employees to leave by 6:00pm. Midea set a 6:20pm cutoff. DJI locks its offices at 9:00pm. Haier publicly promoted a five-day workweek. These are not small companies making symbolic gestures. These are China’s largest employers changing their operating model under legal pressure.
The background that explains why the government moved now: youth unemployment sat at 16.9% in February 2025, and dropped only slightly to 15.6% by May 2026. A record 3.7 million people sat for the civil service exam for 2026, competing for roughly 38,000 positions. That is a ratio of about one hire per 100 applicants. Some rural posts saw 6,470 candidates per opening.
When the job market looks like that, the appeal of “lying flat” (tang ping) is not hard to understand. Tang ping means opting out: no overtime, no mortgage, no marriage rush. Bai lan, the darker follow-up that emerged in 2022, means something closer to “let it rot.” You stop trying to improve the situation and just watch it decline. Both terms exploded on social media and stayed there. In April 2026, China’s Ministry of State Security published a video labeling lying flat as “ideological infiltration by hostile foreign forces.” The response on Weibo and Douyin was immediate mockery. The label did not stick.
What the data shows is a split. A Sina Finance survey from March 2025 found that about 10% of Chinese workers report feeling overloaded, which is lower than global averages. At the same time, 40% described themselves as positive and motivated despite pressure. The Gen Z cohort specifically fractures into three groups: those who still believe in effort (the “strivers”), those who comply but resent it (the “realists”), and those who have decided the return on hustle is not worth it (the “tang ping” crowd). A PwC study put 43% of Chinese Gen Z employees saying they value flexible working conditions above other benefits.
For brands marketing in China, this matters beyond HR. Gen Z consumers who have rejected hustle culture do not respond to “work hard, buy your reward” messaging. They respond to emotional value, authenticity, and what they call “small but real happiness” (小确幸). Understanding Chinese consumer behavior today means accepting that the aspirational framing that worked on Millennial audiences in the 2010s often falls flat with a 24-year-old who has already decided the rat race is not for them.
For fashion and premium goods, the shift is just as visible. The China fashion market for premium brands is recalibrating around identity and experience rather than status signaling tied to career success. Young buyers are not asking “what does this brand say about my job title.” They are asking “what does this brand say about who I am outside work.”
What This Means for Your Brand in China
- Drop the hustle narrative. Messaging built around “success through hard work” still works for some Millennial segments. For Gen Z in China, it reads as tone-deaf. Build around rest, identity, and daily pleasure instead. A Xiaohongshu strategy built on slow-life aesthetics will outperform ambition-coded content every time with this audience.
- Stability and simplicity sell. The same instinct that drives 3.7 million people toward a civil service job drives consumer choices. Products that reduce friction or support a quieter lifestyle align with what this cohort actually wants.
- Watch the work-culture angle in your employer branding. Flexible hours and clear boundaries are now a competitive advantage. The companies publicly enforcing early clock-out times are winning on talent perception.
- Use the emotional economy angle. Chinese Gen Z spends on things that feel meaningful, not things that signal status through career proximity. Read the China emotional economy data before finalizing your brand positioning.
